Being Accountable to Culture

By Jake Friedman, ConsultantWhen I was 22, I decided that I wanted to run a marathon. My Dad, an experienced distance runner and an excellent coach, offered to help me train. He was up in New Jersey and I lived down in North Carolina at the time, so although he couldn’t physically run with me, he created a training plan to take me safely from running a few inconsistent miles a week to be ready to run 26.2 all at once.At the end of the first week, I proudly reported to my Dad how well my runs went. Two weeks ...

You Can’t Teach Heart

By, Bill Kaiser, Vice President Would you expect a quality custom-built home knowing the construction team is using warped, rotted wood? The same goes for our companies. It’s next to impossible to build a high-performing culture when hiring people who don’t fit that culture.In a blog last year, I warned against the trap of being preoccupied with the resume. I stressed the importance and necessity of selecting the right people – those who fit our culture (Step 3 – Fundamentals System™). Yes, there is a certain skill set, expertise, and experience outlined on a resume – and that certainly matters, but ...

7 Keys to Integrating Remote Employees Into Your Culture

By, Al Curnow, Vice President Building an extraordinary culture, for any organization, is not an easy undertaking.   It requires intention, planning, clarity of expectations, and continual teaching and reinforcement.  If you have remote employees, the process might feel even more daunting. The reality is that many organizations rely on remote employees to fill important roles on their team.  By following many of the same steps we teach in our Fundamentals System, you can have great success in helping your remote employees become integrated into your organization while becoming significant contributors to your team.  Here are seven key ingredients required to ...

“It’s Not My Job” and other Workplace Frustrations

By Rob Wolff, Vice President I’ve had more conversations than I can count with business leaders where the topic quickly turns to frustrations with employee attitudes and core knowledge.  Whether it’s a complaint about Millennials, or the dreaded “back in my day…”, it’s all too common to see and hear frustrations that revolve around employee behavior.  These aren’t new complaints, I’ve had my share of similar challenges throughout my career, as has just about anyone who’s managed people.I was with a very capable and motivated leader recently who seemed ready to jump off a bridge if one more person on ...
Recipes for Success | The Fundamentals

Recipes for Success:  EOS® and the Fundamentals System™

By David Friedman, Founder/CEO Lately, I’ve been getting more and more questions from companies who are practicing EOS (the Entrepreneurial Operating System) and are curious to understand how the Fundamentals System fits within that structure.  Here’s the shortest answer to that question:  While EOS emphasizes the importance of culture, it’s comparatively “light” when it comes to the actual mechanics for how to actually operationalize it down to the level of every team member.  As an alternative, what many companies do is simply “plug and play.”  In other words, they practice EOS, but swap out the EOS culture portion and instead ...

Using Culture as a Force Multiplier

By Jake Friedman, Consultant One of the first times I recognized the impact of culture was back in high school. I played football at school, but in the small New Jersey town I grew up in, football wasn’t the big deal it is other places. Our team had decent athletes, but wasn’t anything spectacular, and the results were typically mediocre. My senior year we won a total of 3 games, if I remember correctly.However, in a dramatic turn of events, just two years after I graduated, my hometown football team went undefeated and won the state championship. How in the ...

Drive Your Culture Through Accountability

By Bill Kaiser, Vice President One of the many positives of my work is that I get to meet and work with great leaders.  Each day is an opportunity to learn something new.  Recently, the CEO of one of my clients asked me if there was anything in particular that stood out that leaders I’ve met with are commonly challenged by. Several came to mind.  Many continue to be challenged by the tight labor market.  Finding and keeping A+ talent remains a daily grind. Some need more consistency with top line growth and others are hoping for less consistency with ...

The Science Behind Behavior Change

By Al Curnow, Vice President At High Performing Culture, we understand that the creation and development of an extraordinary culture requires a couple of key ingredients.  We must first define those behaviors (Fundamentals), that if practiced regularly by our team members, would make us stand out above our competitors.  Then, we must figure out ways to make these behaviors stick through continual coaching and teaching. We’ve seen this process work with close to 300 organizations across the country.  An important element of effective coaching and teaching, however, is understanding just how behavior change really works.  It would be easy if ...

When’s the right time to work on your culture?

By Rob Wolff, Vice President Like all of us at HPC, one of the hats I wear is that of a salesperson, and one of the most common responses any of us receive from CEOs and business owners is that “we really need to do this, but it’s just not the right time because _________.”  When I hear that phrase, I immediately think that if that’s the case, then working on your culture is the LAST thing you should put off!  After all – your culture is among the few things that touches and impacts literally everything that happens at ...

Practicing the “Human Touch”

By David Friedman, Founder/CEOThe other day I received a birthday card in the mail.  It had no personal note in it, but did have the business card of the person sending it.  He’s a mortgage lender who secured construction financing for us 12 years ago when we were building our house.  I haven’t spoken to him or heard from him since that loan, other than an annual birthday or holiday card with his business card (and sometimes a list of the awards he’s won).  Here’s the ironic thing:  he likely thinks he’s keeping in touch with me and increasing the ...